Monday 7 February 2022

How project managers can improve their project management skills



This article is organized by the R&D project management system: we usually say goal-oriented, if you want to improve your ability in project management, you should first know what personal capabilities are required for project management, and the answer is ICB4.0.

The following are the three competency areas and related elements of project management personal competence benchmark:

I. Perspective Competences

Because the project is driven by external factors of the organization or society, that is, the project needs to be in line with the strategic goals of the organization. The project manager should have as clear a grasp as possible of the organizational or departmental goals that the project may bring with it.

1) Strategy. Project managers should have a clear understanding that project objectives need to match corporate strategy: in portfolio management, project priorities should be set according to corporate strategy.
2) Governance, structure and process. The project manager should have a clear understanding of the organizational governance approach, organizational structure and management of the security process outside the organization or the project. The setting of the project organization, the implementation process of the project depends heavily on the external structure and way of the organization, sometimes making the project manager feel bulky, sometimes making the project manager feel at ease. So be aware of the situation and go with the flow.
3) Requirements, standards and rules to be followed. The project manager should understand that the organization's behavioral standards and rules, and systems are one of the evaluation orientations that reflect the corporate behavior habits and strategic decisions.
4) Power and interests. The project manager should be clear that informal rights and interests in the organization are often another key element in the success or failure of the project, because the project goal is not only to achieve the formal needs of stakeholders, but also to achieve the informal needs of stakeholders.
5) Culture and values. TThis is one of the informal elements of the organization, and the project manager needs to have a clear understanding of the company's values and culture in order to understand the context in which the project is located.

People Competences

this competency area describes the personal and social competencies that individuals
working in a project, programme or portfolio need to have to achieve project success. All individual abilities begin with the ability to self-reflect. Ultimately, the individual's ability to demonstrate, that is, to the satisfaction of stakeholders, is demonstrated through the successful realization of the agreed tasks.

1) Self-reflection and self-management. Being able to understand and manage the impact your emotions, behaviors, preferences, and values can have on others in your organization.
2) Integrity and reliability. Personal integrity and reliability can make project members feel trusted and safe. This feature can support others and be supported by others.
3) Interpersonal communication. This includes being able to choose the right timing and being able to accurately communicate or deliver information. Ability to find the right stakeholders to deliver the message.
4) Relationships and engagement. Have the ability to get along with other people, be able to maintain good social relationships, and maintain relationships with members by sharing individual goals and team goals.
5) Leadership. Leadership skills, including choosing different leadership styles under different conditions.
6) Team work. Ability to allow team members to collaborate with each other. Because project teams are diverse (to coordinate, to prevent redundancy), it is necessary to select the right team members and facilitate proper communication among team members.
7) Conflicts and crises. Ability to resolve conflicts, crisis management.
8) Strategy. HHave the ability to deal with challenges, conflicts and crises.
9) Negotiation. Strive for resources for the project, balance the interests of members within the team, and balance the interests of external members.
10) Results-oriented. Project-oriented capabilities (including results-oriented for team members)

Third, technical competencies

(Practice competences). Have project planning ability, familiar with the project's objectives, scope, time, organization and information, quality, finance, human resources and other resources, understand procurement, planning and control, risks and opportunities, familiar with stakeholders. Practical competencies such as change and transformation, selection and balance are factors that individuals working in P3 management must take into account.

1) Project, project cluster and project portfolio planning. A P3 planning is a 'charcoal sketch' that defines the high-level choice of the project, programme or portfolio. Among the other elements of technical competence, each of these basic decisions will be designated, implemented and managed.
2) Demand, revenue and daily standard. Include the various requirements and expectations for the outcome and goals, and how to prioritize those requirements and expectations.
3) Scope. Describes a specific boundary for a project day, program, or combination of project days.
4) Time. Focus on the sequence and planning of deliveries.
5) Organization and information. Organisations involved in the day, programme or team stage and its internal information and communication processes.
6) Quality. Describe the process and the requirements for the quality of the final product and its quality control.
7) Finance. The outcome of the project, programme and project day combination depends on the investment of money by the investor.
8) Resources. The outcome of the project, programme and project day portfolio depends on the input of resources such as manpower.
9) Procurement and partnerships. Acquire procurement capacity for resources required for projects, programmes and portfolios.
10) Planning and control. Describes the elements of the ability to integrate and control all activities.
11) Risks and opportunities. The ability to identify risks and opportunities, as well as the ability to deal with risks and seize them.
12) Stakeholders. Describe the elements of ability to identify stakeholders and communicate with them.
13) Change and change. The necessary organizational changes and transformations can meet the necessary needs of the project.
14) Choices and trade-offs. Describe the selection and trade-off capabilities of the programme and project components.

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